Governance of Impact Self-Assessment
People and Culture
1.
Build a common language and understanding of impact, navigating different mindsets
Beginner:
Impact is not clearly defined by the organization nor are there clear impact goals or evaluation principles. Understanding of impact varies widely at different levels of the organization and in different program/project areas.
On the Journey:
There is a definition of impact which acknowledges different levels, as well as deals with the concepts of ‘contribution’ and ‘attribution’. The foundation is attempting to create coherence across programs about what impact may mean for the foundation as a whole.
Advanced:
Dealing with systems change and complexity, the foundation has an advanced understanding of the impact that it seeks to generate and how it will work with other players to do this. Strategies to on-board staff and board members in this impact framing and language are in place.
2.
Foster a board that champions impact and is a strategic partner
Beginner:
Board members are primarily involved in operational, financial, and compliance matters. They are consulted for significant new grant approvals and play a role in strategy discussions, but do not have the knowledge or capabilities to fully engage as a strategic partner. They lack the confidence, knowledge, and/or interest to fully engage in impact matters, and see themselves as observers or listeners rather than active participants.
On the Journey:
Board members understand their role in managing the foundation’s impact. They participate actively on impact decisions beyond project approvals. They understand the importance of monitoring, evaluation, and learning. They feel armed with sufficient knowledge and data to participate in strategy discussions.
Advanced:
The board owns the impact and mission of the foundation and sees it as their bottom line. Some or all board members have acquired or have a deep understanding of the issues the foundation is trying to tackle, and they are able to offer constructive dissent and challenge at board level. They ask for the information they need to make impact-related decisions and are proactive in setting the agenda.
3.
Embed a diversity and inclusion lens
Beginner:
There is limited discussion or focus on DEI within the foundation and in the IMM approach.
On the Journey:
There is some attempt to determine how far the foundation is diverse and inclusive, data is disaggregated related to governance organs representativeness, and there is a desire to include more stakeholder voice in impact decision-making.
Advanced:
Communities that are served by the foundation have a seat at the table through representation, with power over key decision-making for example foundation spend and impact strategy. There is a well-articulated and embedded DEI approach.
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